1 certificate iv in project management week 3 – scope management course number 17871 qualification...

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Certificate IV in Project Management

Week 3 – Scope Management

Course Number 17871Qualification Code BSB41507

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Throughout the semester we will work on an example Project together:

• We have recently started a boutique travel agency and we need to put together a new type of small group trip overseas.

• It will be a small guided group, with 1 guide and no more than 12 participants. No children as allowed.

• The expected duration is 3 weeks.

• The idea is to make it a premium experience with no expense spared.

• Options being considered are - Skiing in USA, Gourmet tour of Southern France, Wine and food experience in New Zealand including a flight around Mount Cook

• We need to produce a holiday package including a decision on which holiday to go with, then contracts with suppliers, marketing and an estimate of the profit per trip.

In Class Example

Adapated from PMBOK 4th Edition

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What is project scope? Why is it important?

Definition of Project Scope


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Project Scope is – the work that must be performed to deliver a product, service or

result as per the specifications or requirements concerned with what is included in the project and what is

excluded from the project determined at a high level during the project initiation phase and

expanded in the planning phase generally determined by the Project Sponsor, expanded by the

Project Manager and then reconfirmed with the Project Sponsor defined by the boundaries or range for the project including

constraints, assumptions and dependencies related to the objectives, outcomes, requirements

Definition of Project Scope


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Importance of Project Scope

Why is it important?Gives the Project Manager concrete goalsEnsures the objectives of the Project Sponsor are metProvides the basis for expectation management, monitoring

and reportingDetermines the baseline against which project success can

be measured

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What is a Project Sponsor?

• The Project Sponsor is critical during the development of project scope and has a key role to play during project execution.

• They are the person for whom the project is being undertaken and they will directly benefit from the deliverables and outcomes of the project.

• The Project Manager needs to ensure that the Project Sponsor has approved the Project Scope so that there are no misunderstandings about the breadth and outcomes of the project.

• The Project Sponsor is often a senior manager, customer or external client.

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Characteristics of Project Scope

• Poor control over project scope is one of the common reasons for project failure

• Projects that never seem to finish are normally suffering from a failure to control scope

• Project scope is defined at a high level during the early stages of the project and then progressively refined

Changesneed to bemonitored

Assumptionsoften

requiredHigh levelbecoming detailed

Constraintswill beapplied

Measuresproject

success

Refined during

the project

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Project Scope Interrelationships

• Scope is related to Project Time, Project Cost and project Quality

• Sometimes referred to as the ‘triple constraint’

• Scope expansion and contraction has flow on impacts to Time, Cost and Quality

• Trade offs between all four relationships are possible

Cost

Scope Time

Quality

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• If the project scope is increased when the project timeframe must remain fixed then normally the overall cost will need to increase as more resources are added in order to complete the additional work

Scope Increases

Increased Cost

Additional Resources

Time Fixedwhen leads to and/or

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Scope Increases Cost Fixedwhen leads to

Reduced Quality

Extra Time

and/or

• If the project scope is increased and the project cost must remain fixed then normally the overall timeframe will need to be extended to allow extra time for the additional work to be undertaken (this assumes that there is no cost involved in extending the resources for a longer period). It may also be possible to compromise on quality in order to speed up execution so that no additional time is required, thereby reducing pressure on the budget.

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• When scope is decreased then it may be possible to reduce both the project cost and timeframe. Scope reduction is a common reaction to overall budget cuts within an organisation.

Scope Decreases lead to

Reduced Cost

Reduced Time

and/or

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Project Scope Processes - Part 1

PMBOK Project Scope Management Processes -5.1 Collect Requirements

5.2 Define Scope

5.3 Create Work Breakdown Structure

5.4 Verify Scope

5.5 Control Scope

Related processes from Project Integration Management –

4.1 Develop Project Charter

4.2 Develop Project Management Plan

4.5 Perform Integrated Change Control

PMBOK 4th Edition

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• The process of developing a document that formally defines and authorises a project by documenting the initial requirements that will satisfy the needs of the Project Sponsor and stakeholder

• The high level Project Scope is formulated during this process

• The Project Charter establishes a partnership between the Project Sponsor or client and the Project Manager

• Occurs during the Initiation Phase

Adapted from PMBOK 4th Edition

Initiation Planning Execution Close

Monitor

Control

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• Inputs into the Project Charter - Business need or rationale

Product and project description

Strategic Plan

Business Case

Regulations and standards

Contractual requirements

Methodologies, policies and procedures


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• Common contents of a Project Charter – Project purpose or justification Project objectives – should be measurable Project description High level requirements High level risks or overall risk analysis Preferred timeframe Estimated high level budget High level project structure – Project Sponsor, Project Manager Authorisation or Governance processes

PMBOK 4th Edition

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Types of Project Charters

• You may know a Project Charter by a different name as they can vary depending on your industry or the particular methodology being applied

• Some common names for Project Charters include – Project Brief

Concept Paper

High Level Plan

Statement of Work

• Sample Project Charter templates are available to download from the links as you enter the Learning Programme for the Course Site – check which bit!!!

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• It is critical that the project objectives and success criteria and measurable, otherwise progress and success are difficult to achieve

• The recommended method is SMART• Make sure all your objectives are –

S pecific M easurable A chievable R ealistic, and T ime Bound

An example?

Project Objectives

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There are templates of Project Charters on the Scope Site. We will look at the Project Charter Basic template for our

project.

Project Charter

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• This is the process of defining and documenting the actions necessary to prepare and integrate all subsidiary plans for each of the 8 key knowledge areas of project management.

• Good practice dictates that the Project Management Plan is baselined at the end of the Planning Phase, particularly in the areas of scope, cost and time

• It is progressively updated during project execution via the Perform Integrated Change Control process (PMBOK 4.5)



Monitor

Control

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• The planning processes for all project management key knowledge areas are normally performed at the same time this process, or expanded upon shortly afterwards

• The relationship to Scope, Time and Cost is slightly different to the other areas of Communication, Risk, Human Resources, Quality and Procurement

• There are no stand alone Scope, Time or Cost Planning processes, they contained within the Develop Project Management Plan process

• The other key knowledge areas have discrete processes for planning that are defined in their process groups



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• The Project Management Plan – can be composed of subsidiary plans for each of the 8 key

knowledge areas or these planning elements can be included into one integrated end product

can be either high level or detailed depending on the characteristics of the project and the project management methodology that is being applied

Can only be changed via a Change Request once it has been baselined

defines how all aspects of the project are to be undertaken through the Execution Phase

establishes the mechanisms and processes to Monitor and Control the project

defines how the project is to be Closed



Monitor

Control

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• Inputs into the Project Management Plan – Project Charter

Subsidiary plans developed in other planning processes

Industry standards and regulations

Organisational policies and procedures

Project management methodology

Project management tools

Planning templates

Knowledge from past projects

Expert judgement and advice



Monitor

Control

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• Common inclusions in the Project Management Plan – Project lifecycle and project management processes

Selected tools and techniques

Project objectives and how these will be achieved

Change Management Plan

Baselines for Scope, Time and Cost

Performance measurement and status reporting processes

Governance structure

Team structure

Subsidiary plans if required



Monitor

Control

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Scope Management Plan

• The Scope Management Plan is a critical output of this process and is critically connected to the process to Define Scope (5.2)

• Good practice is to assemble the different scope definition and planning outputs into one integrated document

• Common inclusions in the Scope Management Plan – Project scope statement

Scope baseline

Processes to Monitor and Control scope

Configuration management (advanced concept, often applied to Information Technology projects)

Change Control process

Assumptions, dependencies and constraints



Monitor

Control

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5.1 Collect Requirements

How do we know what to put into a Project Management Plan?

• The process of defining and documenting the needs of stakeholders

• Encompasses the requirements related to the specific characteristics of any end products being delivered by the project

• Large projects will often define the requirements at a high level during this process and then allow for a more detailed requirements definition process at the beginning of project execution

• Relates to project success measures• Occurs during Planning Initiation Planning Execution Close

Monitor

Control


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• Inputs to Collect Requirements Project Charter

Stakeholder needs and expectations

Rough specifications

• Tools and techniques to Collect Requirements


Questionaries Ranking

MindMapping

InterviewsBrainstorming

Workshops

Focusgroups

Surveys

PrototypeObservationResearch

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• Common requirements documentation includes – Objectives and success measures

Functional requirements – how an end product must perform

Non functional requirements – not related to product performance, could include optional characteristics, cosmetic details and other organisational requirements

Quality requirements

Acceptance criteria

Support and training requirements

Assumptions and constraints


Monitor

Control


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• Outputs of this process include – Requirements documentation as per previous slide

Requirements Management Plan (advanced concept, often applied to large Information Technology, Defence and Engineering projects)

– Detailed plan of how the requirements will be planned, tracked and reported

– Especially important where the project is large enough to have a Requirements Workstream or Sub-Project

Requirements Traceability Matrix (advanced concept, often applied to large Information Technology, Defence and Engineering projects)

– Links requirements to their origin in order to trace them through the project lifecycle

– Can be linked to objectives, high level requirements, testing


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5.2 Define Scope

• The process of developing a detailed description of the project and end products

• A detailed scope statement is critical to project success

• Refines high level deliverables and dependencies

• Clarifies and resolves assumptions and constraints documented during the Initiation phase

• Good practice dictates that the detailed scope must be signed off by the Project Sponsor and key stakeholders

• Undertaken during Planning


Monitor

Control


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5.2 Define Scope

• The inputs into Define Scope are – Project Charter

Requirements Documentation

• The outputs from Define Scope are – Project Scope Statement

Product scope description

Product acceptance criteria

Project deliverables and exclusions

Project assumptions and constraints

Project dependenciesInitiation Planning Execution Close

Monitor

Control


1 certificate iv in project management week 3 – scope management course number 17871 qualification...

Documents

project time

project cost

project managementweek

project qualitysometimes

project execution

project sponsordefined

project failureprojects

example project